What Ad Networks Work Best For Mobile App Marketers?

David Milberg,  NY-based Entrepreneur

A recently completed study by an Israeli based company – Mobbo – has uncovered interesting findings on what work best for mobile app marketers. Mobbo analyzed many different components, with the intent, according to their news release of offering “app publishers and marketers insightful benchmarks of mobile app SDK components, helping them to make informed decisions about the best technology stacks.”

Rhonda Adams, Entrepreneur

Rhonda Adams, Entrepreneur

A few key findings from the latest edition of the research include:

  • 78% of “Top Overall” ranked apps on Android and 55% on iOS, have implemented at least one In App Advertising SDK, which seems to become a must-have component of any mobile app monetization stack.
  • Android apps are more aggressive with ads, 63.4% of Android apps (non-games) contain ads, versus 25.4% on iOS, over X2.5 difference.
  • Google Continues to dominate: Admob (by Google) maintains its position as the top in app advertising SDK in Q4 2016 and dominates with 83% Share Of Voice on Android, and 78% share, on iOS globally, followed by Chartboost with 25% and 35%, and Facebook with 24% and 6.5%, respectively.
  • Chartboost and Applovin Scale on gaming apps, While Admob share is slowly declining in that category.
  • Facebook scales in non-game mobile Apps second only to Admob by Google, and is likely to become a serious rival, with an impressive growth rate.
  • Cheetah Mobile leads the Growth rate chart with a whopping 122.72% Growth during Q4, delivering unrivaled scale and impressive retention on Android, followed by Avocarrot with 81.96% and Supersonic (by Ironsource) with 79.45%.

Entrepreneur Rhonda Adams noted that, “Given the ever changing nature – and importance – of mobile apps, a key reality is that measurement and effectiveness is increasingly important. It’s a very crowded marketplace and any index which helps providers better understand their value is vital for success.”

Mobbo measures the mobile world and offers powerful data driven market research tools, providing insights to help publishers, investors, marketers and analysts across the world make more informed decisions, and succeed in the global app economy.

 




Lessons That Sports Marketers, And Everyone, Should Have Learned From The 2020 Super Bowl As We Approach The 2021 Game

Arthur Solomon

As usual, there are many lessons for sports marketers and their communications arms to consider after a Super Bowl — the National Football League’s really big overly-hyped, overly-expensive advertising and publicity gimmick and overly-hyped football game. But the 2020 game added a new tutorial that I call the “Robert Burns Effect.”

Burns, as I’m sure everyone in the communications business knows, because they all majored in English, instead of easy PR, marketing or advertising courses, (sarcasm intended), is the legendary Scottish poet famous for his “To a Mouse,” which contains the lines, “The best-laid schemes o’ Mice an’ Men Gang aft agley.” (All you PR majors who never took a lit course know what the translation to English is because it’s famous. Right?)

Several days prior to last year’s Super Bowl, the tragic death of Kobe Bryant provided important lessons that sports marketers, ad agencies and PR practitioners should always remember: Like the mouse in the Burns poem that failed to find shelter from the December winds, one unexpected event can cause disarray among sports marketing plans. 

Feared of being labeled insensitive because of Bryant’s death, some marketers hurriedly announced changes to their Super Bowl promotions. Ad Age reported that some Super Bowl advertisers paused their marketing efforts in the wake of Bryant’s 

death. Several brands, including Procter & Gamble’s Olay held back making public its Super Bowl creative. Planters, whose Super Bowl campaign centered on the death of its spokescharacter Mr. Peanut, also said it was pausing all campaign activities following the news, reported. Jeanine Poggi, Ad Age’s senior editor, on January 27 (2020). In addition, on January 30, Nat Ives reported in his CMO TODAY Wall Street Journal column that marketers had to make cuts and edits in their commercials.

Another lesson deals with using sports stars as endorsers. After the initial shock of Bryant’s tragic death, and stories portraying him as the greatest thing since the National Football League was founded, (yes, I know he was a basketball player but this is a football column) the media delved into Bryant’s past, and revived facts about him that basketball junkies and sports marketers would rather not read – his attitude toward others and, more important, a sexual assault charge, even though he seemed to be a changed person, giving back, as he aged.

The Bryant coverage was not unusual. It is now standard practice of most print journalists to tell the entire story about a sports star and not cover up their blemishes, as was the practice years ago when I was a sports writer. But, alas, coming clean about an athlete’s unsportsmanlike conduct is likely not to be heard from game day TV or radio commentators, especially game analysts who knew or played with the tarnished athletes. As Michael Powell wrote in his January 28, (2020) New York Times column, referring to Bryant being accused of sexually assaulting a young women in 2003, “Relatively few in the news media or basketball did themselves proud, and you are left to wonder if Bryant would have survived in a #MeToo age of awareness.” And a January 30 Wall Street Journal article said, “Bryant’s case never went to trial, but ended with him apologizing to his accuser “for my behavior that night.” Bryant had said the encounter was consensual, but his apology and subsequent silence about the details of the case left lingering questions about what happened. (The criminal case was dropped in 2005, when he settled with the woman.)

In his CMO TODAY Wall Street Journal column on January 29, Nat Ives led with, “Good morning. Americans are not looking forward to the presidential campaign ads coming to the Super Bowl on Sunday. President Trump and Michael Bloomberg are each planning minute-long commercials during the game, but 63% of Americans call the Super Bowl an inappropriate platform for political ads, according to a poll by Morning Consult for CMO Today. It’s not a partisan issue, either: Republicans aren’t interested in seeing the president’s ad during the game, and Democrats would rather not see Mr. Bloomberg’s. They may be a good idea anyway, given the extra attention that viewers pay to Super Bowl ads, marketing professor Aimee Drolet told me. Even if folks are annoyed at the time, their memory will be enhanced and they are more likely to retrieve the arguments these ads make, she said. The irritation fades quicker than their memory.”

If there was any doubt which of the two political commercials would receive greater news coverage it was decided a few days prior to the game, when it was announced that the Bloomberg ad would take on gun control.

Prior to the 2020 game, Ad Age reported on several aspects regarding the efficacy of Super Bowl commercials that marketers should consider. The most important one was to have an after-the-game program, meaning that the cost of a $5.6-million 30 second commercial, not including production and talent fees, which can add several additional millions to the price, is not enough to do its job, and even after the additional spending it might not bring the results marketers wanted.

Disproving That Any Publicity Is Good Publicity

There were four “big hit” articles about the Super Bowl, to use a term loved by TV football game announcers, that I saw prior to the coin toss of the 2020 game, two in the January 31 New York Times; another in its February 2 edition; the other in the February 1 Wall Street Journal:

The Times: One, in the business section, was headlined “These Brands have Better Uses for Money Than a Super Bowl Ad.” A few key points: Commercials messages lost in the clutter of other ads; the exposure gained by advertising during the game is not worth the cost, and marketers can learn a lot more information about consumers who click on online ads than by those who watch them on TV. 

The second story was a full page article titled, “It’s Flawed. It’s Ugly. It’s Beautiful.” It had three of the Times’ culture journalists opining why 100 million people still watch the game. Early in the print discussion, it was pointed out that people watch the game despite its ugly side – brain diseases caused by repeated head hits, not only by concussions, which the NFL tried to cover up, the domestic abuse problems by some players and racial aspects associated with the NFL.

The third Times’ article was a continuation of its “football’s hold on America” series. It chronicled how three Miami Dolphin players from their undefeated1972 team – Earl Morrall, Bob Kuechenberg and Bill Stanfill had chronic traumatic encephalopathy. (C.T. E.), the degenerative brain disease associated with repeated head trauma. It said that another Dolphin star, Nick Buoniconti, who died in July, 2019, and suffered from dementia, wanted his brain donated to Boston University’s C.T.E. center, the leading research facility into chronic traumatic encephalopathy degenerative brain disease linked to repeated hits to the head. The article also told how other members of the team developed other health problems at a younger age than the general population, according to a 2011 study published in the American Neurological Association‘s Annals of Neurology.

Wall Street Journal: The Journal article, under the headline,The Cloud Hanging Over the Super Bowl,” said, “Amid all the escapism, it will be interesting to see how much reality seeps into the proceedings. There’s plenty of it. The Chiefs have faced domestic violence issues the past couple years, including a case involving one of their most crucial stars, receiver Tyreek Hill. And of course, the last time the 49ers were in the Super Bowl, in 2013, Colin Kaepernick was the quarterback. A good bet would be an over/under on how many times he is mentioned on Sunday. I’ll take the under. (That marketers continue to shrug off stories like these that are published by the hundreds each year underscores their true nature – as long as their product sells, or they think it sells from sports associations, anything goes. Some of these same marketers are “proud sponsors” of international sporting events, like the Olympics, that are awarded to totalitarian governments and used as propaganda tools.) 

Also, The New York Times, which year-round publishes articles regarding the negative health aspects from playing tackle football, with most of the articles in the paper appearing as the Super Bowl becomes closer, didn’t wait that long in 2020. On February 15, a lengthy column by Michael Powell told the story of a young college football player who killed himself because he feared he had chronic traumatic encephalopathy (C.T.E.), which scientists who examined his brain confirmed. After looking up the symptoms of C.T.E. the 21-yeatr-old shot himself.

And a full page article on August 26, detailed that former Black players sued the NFL for discriminating against them when deciding the amount of money an individual receives from the 2013concussion settlement case.

A lengthy Washington Post Magazine article on September 20, 2020, by Patrick Hruby said, “Scientists believe that repetitive brain trauma — not just concussions, but also less severe subconcussive blows like the hits football linemen absorb on every snap — is a precondition for CTE. Last year, Boston University researchers found that for football players, both the risk of developing the disease and its severity increase with the number of years playing the sport; athletes whose youth-to-pro careers lasted more than 14.5 years were 10 times as likely to have CTE as those who played fewer.” The article also reported that the NFL, which now admits damage to brains can occur from hits to the head, for many years denied that it was so.

As the date of the 2021 Super Bowl drew closer, so did the news articles regarding the health dangers to players.

A New York Times story on January 19, chronicled the story of two NFL quarterbacks knocked out of their divisional playoff games with concussion-like symptoms, with one broadcast analyst asking why are the rules against head-to-head contact not being enforced in the playoff games. The article also said, “Many concussions, though, go unreported, either because doctors and neurologists at the game failed to spot them or because the players masked their symptoms.”

The NFL has forever attempted to put a good face on its problems, ranging from originally denying that hits to the head would cause brain damage to finding reasons to excuse players for their anti-social behavior and breaking Covid-19 rules. There’s a Yiddish word “chutzpah,” one of whose meanings is gall, and that’s what I think of the NFL inviting Covid-19 workers as guests to the 2021 Super Bowl, given its history of denying the health hazards of the game. Question: Could the fact that only a limited number of paying fans will be permitted to attend the game have anything to do with the NFL’s decision?(Reminds me of the joke about the youngster that kills his parents and then pleads for mercy because he is an orphan.)

Circumventing The Big Price Tag

Mega events – sports and none sports – are an easy target for cleaver ambush marketers and on, January 31, Ad Age reported that, “PETA seems to be up to its old tricks again. The organization was trending earlier today after it posted a tweet saying Fox banned its ad featuring animals taking a knee while the National Anthem plays to show solidarity with Colin Kaepernick. It’s a move PETA has made countless times around the Super Bowl: the organization creates an ad that has no chance of being shown on broadcast TV and then getting irate when it gets rejected.” 

More Important Than The Winning Team

The most important part of a Super Bowl to the publics that really matter, the advertising community, TV networks and sport marketers (without whom the Big Game would be just another Small Game), is the reaction to the commercials by ad industry pundits; definitely more important than the game’s winner.

Jeanine Poggi, Ad Age’s senior editor, said, “This year (2020) failed to produce very many commercial standouts. The desire to not provoke controversy and steer clear of anything divisive, resulted in bland ads that utilized recycled material and quite literally borrowed from each other.” (Personal Observation: Bland Super Bowl ads are the norm rather than the exception.)

No review of the Super Bowl would be complete without opining on the reaction of the sports/marketing/advertising writers, because without their pre-game hype journalism, the Super Bowl wouldn’t be super. 

Instead of just writing about their own impressions of the commercials, the ad/marketing writers reported the public’s reaction to individual 2020 ads. Ridiculous. The game was watched by more than 102-million viewers, so any report on viewers’ reactions reminds me of the 2016 polling that assured everyone of a Hillary Clinton victory.

But anyway, the following is what the self-anointed ad connoisseurs said about the popularity and effectiveness of the TV commercials: Ad Meter said the most popular ad was the Jeep commercial; You Tube said it was the Amazon ad; Twitter’s Brand Bowl crowned Google’s ad as the most popular; Salesforce said that President Trump’s commercial received 75.6 percent positive reactions, but Ad Meter voters ranked the same ad last. Ipsos said the Doritos commercials had the most emotional effect, based on measuring the reactions of 40 people out of an audience of more than 102-million viewers; however, a similar measurement by Unruly said the most effective ad was one by Google. (Is a puzzlement?as Yul Brynner said in Broadway’s “The King and I”)

Alexandra Barasch an assistant professor at the New York University Stern School of Business, said, “…with so little agreement over how to measure effectiveness and impact, every one can find someway to claim success and advance their own interests.” Other marketing pros have often said that the results from a Super Bowl ad did not justify the cost of a commercial.

Writer’s Note: — The information in the above two paragraphs was taken from a February 6, 2020, New York Times article by Tiffany Hsu. 

The N.F.L. Hype Allies

The sports writing community in 2020 did what too many of their craft still do. While covering up for athletes’ misdeeds are mostly a thing of the past, hero-worshiping stories are still too common, as is pack journalism. The sameness of the torrent of after the game stories could have been predicted before the first writer punched in a letter on a keyboard: “A new dynasty is born;” “Patrick Mahomes is the new face of the NFL;”and “Nice Guy Andy Reid finally wins a Super Bowl.” The PR staffs of the NFL and teams couldn’t have written them better. (The gods of journalism must be thankful for the New York Times’ coverage of the N.F.L., whose reports include the warts of the game.) Coincidentally, the same day the above stories appeared the Times published the obituary of Willie Woods, the Hall of Fame defensive back with the Green Bay Packers in the 1960s, who died the day after the Super Bowl. The article mentioned that he was diagnosed with dementia in 2006 and had undergone four major football-related operations.

Extra Points

The 2020 half-time show, featuring Jennifer Lopez and Shakira, was most likely an anathema to the person who did the most to insert politics into sports, the twice impeached former President Trump. Its creative included symbolisms that only a liberal could like: Two Latin super stars featured in America’s game, young backup singers performing behind metal bars that suggested the plight of the Dreamers, or maybe the children held in cages at the Southern border, and Lopez draped in an American flag costume that reversed to a Puerto Rican flag. As usual, more viewers –103-million – watched the halftime performance than the game. Not even Mahomes’ thrilling fourth quarter performance that catapulted Kansas City to a victory could match the moves of Shakira and J.Lo.

So now that the NFL has allowed a team to relocate in Las Vegas (after decades of saying the city is off limits), and has permitted some team owners to invest in betting companies, cynics might say that the league’s new motto should be, “Flexibility is our name.” Or maybe the league should dish its shield and replace it with $$$ symbols, adorned with gold lettering saying, “Bet Responsibly, But Bet And Don’t Forget To Drink.” Because in its February 10-18, 2020, issue, the SportsBusiness Journal reported that the NFL is searching for a candidate for the new position of “vice president of sports betting.” (Suggestion: Limit the search to senior executives at Fidelity, Charles Schwab, Ameritrade, etc.) On January 28, 2021, it reported, “The American Gaming Association (AGA) estimates that 26 million Americans will bet on Super Bowl LIV, up 15% from last year…, while about 5 million will place a bet on an online or mobile platform. The rest of the 26 million will bet with a bookie, in a pool or casually with family and friends.” And on February 2, The New York Times reported, “Online gambling sites are offering can’t-lose propositions, giving away easy money to attract new customers to a nascent multibillion-dollar industry. These come-ons should reach a peak just ahead of the Super Bowl.”

At one time sports was positioned as bringing out the best in the American character and its performers, and the league commissioner’s as protectors of that ideal, which was always a fairy tale promoted with the help of sports writers as everyone associated with the business of sports knows (as are the Halls of Fame). But because of relaxed betting rules, sports has contributed to a fast corrosion of American culture in a way that is now damaging to the well-being of people who don’t know a linebacker from a balk.

If there was one major take-a-way that sports marketers should learn from the 2020 Super Bowl, it’s that participating in it is as likely to result in negative publicity as it is to gain positive coverage. But it doesn’t matter. Because, unlike people associated with the advertising and PR agencies, the networks and the NFL, the game and the $5-million plus commercials will be forgotten in a few days by people who have a life to live, and the marketers will have to devise other strategies to get consumers to care.

Of course, there were other important takeaways during 2020 directly related to the Big Game that marketers should have considered before automatically writing a check to advertise on the upcoming 2021 Super Bowl. They include the public’s reactions to the unhealthy aspects of the game, the politics that are now ingrained in the game’s DNA because of President Trump using it as a political football and most important, how the public will react to “fun” or “solemn” commercials, because by the time the game is played this year on February 7 nearly 500,000 Americans will have died in the U.S. from the coronavirius. Because of these and perhaps economic concerns, some past Super Bowl advertisers are sitting out this year’s game. They include SodaStream, Sabra, and Avocados from Mexico, Pepsi, Coca-Cola and Hyundai, to mention a few that have decided to take a pass. 

Budweiser, instead of running a drink and have fun commercial, in an attempt to be considered a “good corporate citizen,” will provide the funds to help raise awareness of the benefits of getting the coronavirus vaccine. But don’t be fooled. 

They’ll still be advertising their other products, including one for Bud Light and Michelob Ultra. A January 26 Wall Street Journal article about the decision included the following “The corporate spot, a first for Anheuser-Busch during the Super Bowl, will include Budweiser and other company brands. We cannot talk about AB without Budweiser, said Marcel Marcondes, U.S. chief marketing officer at Anheuser-Busch, adding that the spot may even include Clydesdales.” (Sort of like, what are you going to believe, what we want you to believe or what you see?)

Obviously, the Bud announcement was an attempt to obtain good publicity from a crisis that has thus far killed nearly 500,000 Americans. Unlike, Bill Gates, Michael Bloomberg and Dolly Parton, who didn’t make a big deal about their contributions to help fight the coronavirus pandemic, Bud decided to toast itself publicly for its decision. Joining Bud in this obvious crass publicity ploy was the NFL,(no surprise there), which all of a sudden discovered poetry by inviting Amanda Gorman, the young poet who gained sudden fame at President Joe Biden’s inauguration with her reading of “The Hill We Climb.” At the over-hyped football game, Miss Gorman will recite a new poem before the official coin toss recognizing an educator, a nurse, and a veteran for helping their communities during the coronavirus pandemic.  Obviously, Bud and the NFL don’t agree with another poet, Alexander Pope who wrote Do good by stealth, and blush to find it fame.” in his An Essay on Man.”

Several days before the game, another Wall Street Journal advertising story, on January 27, mentioned that some companies are resorting to ambush marketing to create a Super Bowl tie-in, rather than spend the increasingly higher costs of nationally advertising on the game telecast. Two companies that were mentioned were GlaxoSmithKline PLC and Boston Beer. (Despite the complaints of “official sponsors” of all mega sports events, ambush marketing efforts often receive the most free media coverage because of their cleverness. Ambush marketing has been around for a long time and is increasingly being used to circumvent the sky-high costs of becoming “official.”)

Unlike the missing brands sponsorships, one issue that will remain will be the political affects on the NFL that were super glued on the league by the former president. Even though he is gone from office, ex President Trump and NFL football are still joined at the hip. In his closing days of office, the twice impeached president sought to gain some favorable publicity but was thwarted when New England Patriots head coach Bill Belichick announced that he is declining the Presidential Medal of Freedom, the nation’s highest civilian honor.

While the winner of the February 7 game and the efficacies of the commercials are not known as of this writing, one thing is certain: 

People will be watching for racial justice protests by athletes in the upcoming Super Bowl and in future NFL games. And not even the NFL shield can prevent those protests from receiving major media coverage. Example: A Sports of The Times column on page one of the January 25 New York Times urged fans and football players not to forget Colin Kaepernick’s willingness to destroy his career by protesting  racism by keeling during the national anthem., This season, many teams stayed off-the field during the playing of the anthem.

As I write this on February 2, thus far in my two “must reads,” The New York Times and Wall Street Journal, and on TV newscasts, there has been less Super Bowl coverage than in the past. That’s good, in my opinion. A sporting event should not dominate news coverage, especially this one that is a vehicle for TV commercials, even though I’m looking forward to seeing Dolly Parton make her Super Bowl debut in one. 

Oh, before I forget. There was a football game last year. Kansas City defeated Miami, as if that matters to the marketers, the networks and the NFL. The score is unimportant, unless you bet the spread.

And there is also a game scheduled be played on February 7 this year between the Kansas City Chiefs and Tampa Bay Buccaneers.

The winner might be important to fans not associated with the marketing of the Big Game.


The Unspoken PR Tenet: Bad News Is Good News for Our Business By Arthur SolomonAbout the Author: Arthur Solomon, a former journalist, was a senior VP/senior counselor at Burson-Marsteller, and was responsible for restructuring, managing and playing key roles in some of the most significant national and international sports and non-sports programs. He also traveled internationally as a media adviser to high-ranking government officials. He now is a frequent contributor to public relations publications, consults on public relations projects and is on the Seoul Peace Prize nominating committee. He can be reached at arthursolomon4pr (at) juno.com or artsolomon4pr@optimum.net.

 




Attention B2B Marketers: Why LinkedIn Rules

Mike Orr, COO, Grapevine6

With 650 million professional members, LinkedIn must be considered in any social marketing strategy. LinkedIn is often overlooked by marketers because its professional ‘personality’ does not lend itself to glitzy consumer campaigns that win awards and attract press coverage. As marketers we would be wise to explore the untapped potential of LinkedIn to drive revenue.

The starting point in any marketing strategy is to think about the nature of your customer’s journey. It matters less who you sell to (businesses, consumers, or governments) and more how your customers experience your company. Is it a one-off experience (transactional) or is it a long-term relationship (relational)?

Relational experiences in B2B is where LinkedIn shines brightest. In fact, LinkedIn is consistently ranked the number one source for B2B lead generation by marketers. The success of LinkedIn as a marketing platform is directly related to its success as a recruiting platform. Members are incented to complete detailed profiles to increase their attractiveness as potential job candidates. LinkedIn profiles give marketers an unparalleled ability to target a marketing message to a very specific professional audience, enabling ABM and other advanced marketing approaches.

But limiting your thinking to advertising misses the big opportunity in relational businesses. Marketing needs to think beyond the buyer’s relationship with the brand page on LinkedIn. As buyers begin to engage with your company they’ll start to check out your company’s leadership team and research the profiles of the sales people with whom they come into contact. LinkedIn is the platform that sales professionals use most often to research buyers. Understand that this goes both ways. Modern buyers are also researching those who represent your company.

Marcom teams need to help customer-facing employees, especially sales and executive leaders within your organization, project a professional brand image on LinkedIn, commensurate with that of your company. Instead of building one brand, marketers need to think about building hundreds or thousands of individual brands for those people who are in contact with your customer base. The common thread for all of those individual brands will be the content marcom produces. Marketing must get creative in producing and curating content that makes their customer-facing teams look smart.

What content strategy will drive value in social? According to Forrester analyst Laura Ramos, buyers are looking for short content, ideally from credible sources, and reflecting peer experiences. These principles apply to B2B content generally, but are also useful when creating content for your teams. Our clients also find that sharing third party content along with branded content generates the highest engagement rates.

When social marketing meets sales the result is a social selling program that produces the highest ROI for marketing spend. LinkedIn is B2B’s dominant network, hands down, as a gen source and ultimately as a revenue generator – Numbers don’t lie.  Case in point, SAP, a Grapevine6 client, attributes over two billion Euros in pipeline revenue to their LinkedIn social selling program!


Mike OrrAbout the Author: Mike Orr co-founded Grapevine6 with four long-time friends to make content valuable to sales. They developed the G6 mobile app and content engagement platform that applies AI to accelerate sales and marketing efforts. Mike applied design thinking to develop an app that delivers relevant content for business professionals, in an easy-to-use experience. Before launching Grapevine6, Mike worked with the team that would eventually found Grapevine6 to create a martech startup that was acquired by Cundari. As the strategic leader of Cundari’s digital team, Mike’s work won a number of global awards including two Cannes Lions, a Fast Company Innovation by Design award and Best of the Best in World from MAAW (Marketing Agencies Association Worldwide). Mike earned a B.A.Sc. from UW and an MBA from Rotman.  Contact Mike at Morr@grapevine6.com or https://www.linkedin.com/in/mikeorr/

Social Handles:

Twitter: @mikeorr8

Twitter: @Grapevine_6 

LinkedIn: https://www.linkedin.com/in/mikeorr/

LinkedIn: https://www.linkedin.com/showcase/grapevine6-app/

 




Marketers and Developers Build New Partnerships with Chatbots

How Chat bots Help Developers and Marketers Build New Partnerships - Wendy GlavinWendy Glavin, Founder & CEO, Wendy Glavin Agency

In 2017, I attended FoST, The Future of Storytelling at Staten Island’s Botanical Gardens. It was two jam-packed days, full of workshops, team exercises and panel discussions with guests from varying sectors, including, corporate, agency, government, academia, entertainment, technology, futurists, and more. Walking amidst 83-acres felt like a retreat.

Prior to the event, we chose workshops and events we wanted to attend. Having covered many events about fake news, Russian bots impacting the election, and knowing people’s fear about losing their jobs to AI and robots, I chose to attend “Building with Chatbots” to learn more.

Hosted by Klasien van de Zandsculp, Co-Founder of Lava Labs Design and Technology, based in Amsterdam, she explained chatbots:

  • Non-linear storytelling
  • Dialogue designed to make your audience feel part of the story
  • First-person storytelling
  • Daily usage via chat, including Facebook Messenger, WhatsApp, Telegram, and WeChat
  • Integrates easily with social media

As an example, Arjan Scherpenisse, Founder of Botsquad illustrated a use of chatbots with a curated museum guide for visitors at the Amsterdam Museum. “We are just at the start of chatbot usage within the museum world. The real-world examples we found illustrate how chatbots are a great way to engage with people,” ChatBot Magazines, 2017: https://chatbotsmagazine.com/how-museums-are-using-chatbots-5-real-world-examples-34e9d4858dd9

Klasien and Anton Lamberg, graphic designer for Lava Design, asked us to create a chatbot using Cleopatra’s life story as the basis of their workshop. They divided the audience into groups of two, handed us a 12-scene script, with three lines per scene, and a laptop. 

When my teammate, Nick started typing, I asked if he was a coder. When he said, “Yes” I thought, Thank God, because I have no idea what to do.

How Chat bots Help Developers and Marketers Build New PartnershipsOur scene was #12 with this description: Cleopatra heard that Antony was killed. Cleopatra decided to commit suicide. Cleopatra was bitten by a cobra. Our first “prompt” was, “Diamonds are a girl’s best friend.” 

Nick typed: Cleopatra heard Antony was killed. I said, we need to make this funny. Let’s add more engaging text and visuals: Was he held captive? No, but he had a gun, with emojis.

Nick typed, Cleopatra decided to commit suicide. I added several yes, and no responses: Let’s talk it through, what about your jewels? and, you have other reasons to live, with more emojis. For the last scene, we added a gif of a cobra, RIP, and more emojis. 

When all the teams completed their chatbots, Klasien, Anton, and Arjan streamed our bots together which generated new storylines based on the information teams provided. The overall narrative was hilarious. The chatbot was created in Facebook Messenger.

After, I spoke with Klasien, Anton, and Arjan and told them I was surprised I could contribute. Arjan said, “If you can create narrative you don’t need sophisticated programming knowledge.” As a content marketer, I can create storylines. Anton said, “It’s like bridges on a tree. All the branches need to tie back to the trunk, or core.”

With content overload, chatbots are personalized, immediate, interactive, and engaging. A content strategy for chatbots incorporates the same questions content marketing asks: Who is the target audience? What do they need or want? What is the call-to-action? How can I get them to participate or purchase?

“Bots that are designed to segment and engage customers throughout the entire conversation drive higher metrics than chatbots that do not personalize the conversation. For example, in our testing, personalized results yielded the highest click-through to website, up to 74 percent in some cases” – Venture Beat, 2018: https://venturebeat.com/2018/01/05/4-things-i-learned-building-chatbots-for-major-brands-in-2017/

In 2018, conversational APIs will create standardization and minimize friction as businesses engage with customers with application-person messaging chatbots. In branding, creating a story with the right messaging is important. Just as I did with Nick for our 12th-scene in Cleopatra’s story, writers and developers can work together to create the character, and the language.

As marketers get more used to integrating chatbots into the customer experience experts say the focus may evolve beyond merely service-related issues and driving sales. “It’s really about the guest interaction or engagement, and [being] able to serve up relevant answers with a series of interactions that are positive-feeling and with the actual answer they were looking for,” said Justine Santa Cruz, vice-president at Satisfi Labs. – Mobile Marketer, 2018: https://www.mobilemarketer.com/news/how-marketers-can-sharpen-their-chatbot-strategies-in-2018/513781/

Santa Cruz suggested that even if chatbots still seem like complicated technology, the underlying needs are not.

“It’s like conducting a Google search — consumers just want quality answers, no matter where they ask that question,” she said.

 

About the Author: Wendy Glavin is Founder and CEO of Wendy Glavin, a NYC full-service agency. Wendy is a 20-year veteran of corporate, agency, consulting and small business ownership. She specializes in B2B2C marketing communications, PR, social and digital media. Her website is: https://wendyglavin.com/. Contact her at: wendy@wendyglavin.com

 

 




Holiday Marketers: Are Your Campaigns Optimized Against Consumer Behavior? 

Laura Carrier, VP of Vertical Strategy and Measurement, MediaMath

With the busiest retail season of the year rapidly approaching, marketers looking to get the most out of their holiday advertising spend should aim to kick-off planning efforts early. eMarketer research predicts holiday sales will total $923.15 billion, accounting for 18.4 percent of U.S. retail sales for the year. Now is the time to ensure your ad dollars are being spent strategically.

So how do the nation’s top brands and retailers manage to develop effective advertising and marketing campaigns during the holidays? We examined what some of those brands and retailers prioritize during the most wonderful retail time of the year, including timing, budget, media, and targeting.

Align Your Timing with Consumer Spending

Many marketers have the tools they need to gain a deep understanding of their audience’s shopping behavior and tendencies – but most don’t activate their strategies against this valuable data. The results of our 2016 holiday analysis revealed that the majority of marketers’ ad spend occurred far behind the timeframes most consumers expected to do their online shopping. More than 50 percent of consumers said they planned to start holiday shopping no later than Black Friday, but marketers had only spent about a quarter of their campaign budget by that time last year. It’s crucial to pace your holiday budget to align with when consumers are in the research and planning phases of their holiday shopping – which occurs much earlier than most marketers realize.

Don’t Neglect Mobile

Mobile continues to grow as the preferred platform for online shopping among consumers. eMarketer expects U.S. mcommerce sales to rise by 38 percent this year, and sales via smartphones are predicted to increase by 57.8 percent. Site traffic is just as likely to come from mobile devices as it is from desktop visitors, with 47 percent of mobile share occurring on Black Friday and 49 percent of mobile share on Cyber Monday.

At this rate, all marketers should consider using an omnichannel approach. Keeping in mind that consumers are influenced differently based on the various media and channels available to them, understanding behavioral patterns across each type of device is continually proving to be a key differentiator in the marketing and sales process. And don’t just look to sales behaviors on mobile, as previously mentioned, consumers are researching and planning earlier and across devices, so it is increasingly important to connect with them in whatever phase they are in on whatever device.

Bridging Online and Offline Shopping 

Marketers can implement more strategic marketing campaigns if they understand the influence of online marketing on offline purchases, and vice versa. With 55.6 percent of U.S. consumers planning to do most of their holiday shopping online, it’s important to remember that shopper research and holiday purchase planning is happening earlier than ever. Marketers looking to stay connected to the consumer across the full customer journey must engage with shoppers online in order to influence offline store sales. By then measuring the impact of those marketing interactions on offline consumer behaviors, brands and retailers will benefit from using one cohesive digital strategy.  

Tailor Your Creative Approach 

Brands are beginning to realize the importance of taking a customer-centric approach to marketing. Instead of targeting different segments of customers or audience groups, execute your creative strategies based on a single view of the customer. In doing so, features like adaptive audiences and dynamic creative optimization, which updates creative elements in real-time, will make for more relevant customer interactions.

As marketers look to optimize campaigns strategically, having a firm grasp on the different types of consumption patterns is critical when deciding on content. For example, if you’re marketing to someone who is shopping the weekend before Christmas, the priority would be to get the item to them as quickly as possible, rather than offering a special price or providing free shipping. Alternatively, if you’re targeting somebody who is shopping during a major one-day sale – such as Cyber Monday – content around the price would take priority. 

‘Tis the Season!

With these tips in mind, now is the time to start rethinking your approach to the holiday retail season. By emulating how the nation’s top brands are starting to tailor their marketing strategies to each individual consumer, marketers will be able to unlock the game-changing value of customer data.

About the Author: Laura Carrier is VP of vertical strategy – measurement at MediaMath. She is a retail guru with 10+ years of industry experience. Laura’s diverse retail experience spans into merchandising, omnichannel strategy, CRM, and marketing. Before joining MediaMath, she was most recently at Saks Fifth Avenue and Macy’s, and has also worked with diverse retailers of all sizes in mass, mid-tier, luxury and drug. At MediaMath, Laura provides new insights and solutions to meet clients needs while focusing on measurement within the marketing space. 




4 Mobile Micro-Moments To Drive Effective Social Media Marketing

Keith QuesenberryKeith A. Quesenberry, Assistant Professor of Marketing, Messiah College

Marketers know it is important to understand the buyer’s journey, yet increased mobile use has created a more fragmented buyer’s journey. Google calls these micro-moments, or those hundreds of real-time, goal-oriented mobile actions that influence decisions and preferences. Marketers should tailor social media messages to pre-purchase, purchase and post-purchase customers.

Decisions are made and preferences are shaped as people check their phones up to 150 times a day. Google’s research reveals there are four mobile moments marketers should study: “I want to know,” I want to go, ” “I want to do,” and “I want to buy.” One way to leverage micro-moments is through SEO and search advertising, but understanding these moments and consumer intent should also influence brand social media to increase real-time relevance.

Why micro-moments for social? Nearly 80% of social media time is spent on mobile, and more referral traffic can come from social media channels like Facebook than traditional search. Plus, social media strategy is not all about followers and shares—social search is increasing. With 2 billion Facebook and 2.1 billion Twitter searches a day, how can brands appear in more results?

I suggest looking at your Social Media Content Calendar and ensuring that every week you are creating content that addresses each of these micro-moments:

I Want to Know Moments. In these moments consumers are researching and exploring. Be sure you provide educational content that informs and inspires. For example, if you are a company that sells outdoor gear provide tips and guides to enjoy the outdoors, tackle a tough mountain hike or reviews of new equipment. If you are a tax accountant, you may want to create content about retirement plans or itemized deductions. Help customers turn to you for insight.

I Want to Go Moments. These moments are all about geo-targeting. Use your social media to target zip codes with unique location-based messages. Here the outdoor brand could inform customers of local events such as group Kayak tours or store locations that carry the brand. A tax service might highlight locations, workshops and extended hours as April 18th approaches. Let customers know you are near.

I Want to Do Moments. In these moments someone is trying to figure something out now and are looking for answers. Are you creating valuable how-to content? An outdoor brand could consider a series on climbing knots or methods for purifying water while camping. The tax service could post quick answers to common tax questions such as tax brackets and standard deductions. Make sure you are helping your customers and potential customers, not your competitor.

I Want to Buy Moments. Consumers are ready to buy but may not know what or how. In social these moments are about more than promotions and sales messages. Depending on your business, this may require real-time marketing, getting customer service involved or even the sales department for B2B. The outdoor brand may sell group tours and have sales reps monitoring social media to provide answers to secure a booking. The tax service may have tax advisors monitoring social to provide real time answers and build relationships that lead to a tax prep purchase.

Who has leveraged micro-moments? The Home Depot has turned “I want to do” moments into 43 million views by expanding their “how-to” collection, as more DIYers turn to their YouTube app as they work on home projects. The credit repair company Progrexion discovered that customers in their “I want to know” moment needed education and began directing mobile traffic directly to their salespeople resulting in a 221% increase in mobile sales. FIAT made “I want to go” moments a part of their integrated campaign by focusing mobile content on nearest dealers, helping grow unaided recall 127%. Sephora leveraged “I want to buy” moments by providing reviews of products customers were considering increasing confidence for in store purchase.

A marketer who creates social content with real-time, micro-moment relevance could influence brand preference over competitors. How much? The Wall Street Journal reports 69% of online customers say the quality, timing, or relevance of a company’s message influence their perception of a brand.

Do micro-moments convert? There is evidence that social media likes, shares and comments contribute to higher search rankings. Also, Google Analytics aggregated data reports that mobile’s share of online sessions has increased 20% in the last year, with mobile conversion rates increasing 29% while time spent per visit has decreased 18%. People know what they want and are acting quicker. The marketers who understand this and create the content matching their intent could uncover a new competitive advantage.

About the Author: Keith A. Quesenberry is an Assistant Professor of Marketing at Messiah College in Mechanicsburg, Pa.




Connecting Mobile Marketing Efforts to The In-Store Customer Journey

CommPRO.biz Editorial Staff

Plot Projects, a location data and marketing technology provider for mobile apps based in Amsterdam, The Netherlands, has rolled out a new product enabling marketers to measure the lift in dwell-based store visits initiated by mobile app marketing. With Plot Projects’ market-defining product called Attribute, mobile marketers can close the long-standing gap in customer journey and follow the user all the way from a click in the app to a store visit.

The technology, powered by geofencing, detects when app users enter pre-defined geographic areas. Besides its value for online-to-offline attribution, Plot Projects’ technology is widely used to send location-based notifications, gather competitive location intelligence and retarget users based on location history.

Attribute has been tested for over a year by two major flyer catalogues in Europe. They have been using the product to measure campaigns running for several retailers and found their mobile marketing efforts generated a 758% lift in conversion to visits.

Online-to-offline attribution has traditionally been challenging for publishers. To this day, customers who browsed a mobile app and eventually made in-store purchases would fall off the grid, inevitably leading to inaccurate ROI.

Attribute draws a connection between any recent in-app marketing action and a store visit. Here are a few examples of what mobile app publishers can measure the foot traffic attribution of:

  • Reading a flyer/coupon/voucher
  • Checking a restaurant profile
  • Seeing an in-app banner
  • Clicking on an in-app banner

Attribute also helps filter out passersby from actual visitors by measuring how long an app user stayed at a location. This is especially important if your business locations are in a dense, busy urban area where you need to be more accurate with separating these two groups.

“With 92% of commerce still happening offline in physical stores, knowing which of your mobile marketing efforts succeed at driving foot traffic to brick-and-mortar locations is key to proving the value of your services,” – says Menno Kolkert, CEO of Plot Projects. “For this reason, we are very glad to have launched a truly universal tool that will enable mobile apps to measure the online-to-offline attribution”.




Three Practical Ways Retail Marketers Can Benefit from Chatbots

CommPRO.biz Editorial Staff

Intelligent media delivery company Valassis has shared insights on the value of chatbots in the current retail climate.  These powerful AI programs can enhance consumer engagement, as well as create job functions and employee efficiency and productivity.

“The wave of AI innovation has brought chatbots to the forefront, but this does not mean that we, as a digital society, will not experience some growing pains as they are applied to business practices,” said Cali Tran, President, Valassis Digital. “When thinking about including chatbots in omnichannel initiatives, there are several things to consider. It is important to understand how bots should be leveraged, find natural ways to integrate them into different consumer touchpoint strategies and determine how they will work best in conjunction with live human experiences.”

By using AI, chatbot applications have proven that they can help to bolster different business functions – especially in the retail industry where they are projected to cut business costs $8 billion by 2022. However, over half of consumers globally still prefer to speak with a human instead of getting assistance from a chatbot, so there is a way to go until we see optimal usage of chatbots.

Marketers should keep the following benefits and approaches in mind as they optimize chatbots to increase their bottom line:

Drive In-store Foot Traffic: One might envision chatbots as best-suited for small purchases or customer service, but they can provide greater benefits by driving sales for high-ticket items in brick-and-mortar locations – such as a car being sold in a dealership. When properly integrated into an omnichannel approach, chatbots can be part of a strategy that combines digital and physical components. Programmed with appropriate scripts, they can reach and ultimately help convert consumers into purchasers, by eliminating friction along the path to purchase and by answering questions that drive shoppers into brick-and-mortar stores. In fact, according to RetailMeNot, about 9 in 10 retailers are planning to increase their investments in mobile (92 percent) or social media (89 percent) advertising this year. This further supports chatbots as a tool in marketers’ consideration sets.

Merge Humans and Automation: While concerns have been raised about chatbots replacing human jobs, they are actually meant to increase employee efficiency and productivity. By serving as the first point of contact for consumer inquiries, chatbots can respond quickly to kick off conversations, then forward the consumer to a representative in the event of a more complex situation. While companies continue to work on optimizing chatbots, they should be viewed as tools to engage consumers and deliver value – not solve every issue. That is where humans come in.

Supercharge Your Customer Relationship Management (CRM): Organizations are constantly looking for ways to gather more data on customers so they can better understand them to provide a more relevant, personalized experience. Chatbot data can easily integrate into existing CRM systems to give marketers a broader, more robust profile of their core audiences.




China’s Digital Economy: The Keywords Marketers Cannot Miss

CommPRO.biz Editorial Staff

As the largest and fastest growing digital market worldwide, China is on its way to becoming a global digital innovation leader next to Silicon Valley. The digital-related economic activities account for 30.61% of China’s GDP. Digitalization has been a main phenomenon in the country and now appears in every day life of its people.

The fourth quarter of 2015 saw the turning point of China’s digital market, for the first time, the video impression generated by mobile devices surpassed that of personal computers.

Many companies, brands and experts are focusing on the exciting business scene in mainland China – some even predict the tech epicenter will gradually shift from that of Silicon Valley to Silicon Dragon. To better understand the power of China’s digital economy, here are the three keywords marketers cannot miss: mobile, social and data.

1. Mobile

China has become the world’s biggest “mobile” economy, surveyed by the China Internet Network Information Center (CNNIC). Mobile netizens in China reached 724 million in June 2017, with an average of 4.1 devices (mostly mobile) per Chinese netizen.

At the third D20 Sino-German Digital Leadership Forum held in Hamburg, Germany, AdMaster’s Chief Operating Officer, Calvin Chan gave a keynote speech on The State of Digital in China: Industry Landscape, Trends and Forecast. Calvin pointed out that the predominant impact of mobile technology becoming common is its influence to consumer behaviors and the ecosystems in business sectors.

“Today’s smartphones are powerful tools that go far beyond simply placing phone calls. Smartphones are Chinese consumers’ first access to the digital world to look for solutions to what they want to know, where and how to go, what to buy and what to do,” Calvin noted.

For example, on the Singles’ Day Shopping Event 2016, sales generated by mobile devices made up 82% of purchases on Tmall.com, compared to just 32% in 2013. In China, mobile technology is a gateway to real business.

The fourth quarter of 2015 saw the turning point of China’s digital market, for the first time – the digital video ad impressions generated by mobile devices surpassed that of personal computers. Since the first quarter of 2016, marketers have started to place their video ads on connected TV.

AdMaster’s 2017 Digital Marketing Trend Report also showed that 87% of advertisers in China expected to increase their expenditure on mobile marketing.

2. Social Media Marketing

The internet is changing all facets of social life in China. As of December 2016, WeChat, QQ and Taobao were China’s top three popular social networking online platforms (measured by monthly active users).

After the decline of many traditional marketing strategies, social media marketing is a natural choice for businesses. New marketing strategies, such as brand promotion through the power of Key Opinion Leaders (KOLs) on social media, foster business growth for companies through the consumer network.

WeChat official accounts have emerged as a significant platform for business to target at their customers. AdMaster surveyed how brands used their WeChat official accounts in the first half of 2016.

The survey results showed that 51% of the official accounts invited users to follow other official accounts, 40% attracted users to redeem coupons, 35% encouraged users to search for the brands or their products, 35% increased the number of app download, 30% motivated users to participate in promotion campaigns, 26% directed users to their e-commerce platforms, and 23% generated purchase transactions.

It is important for brands to engage key opinion leaders (KOL) for influencing public opinion, work on content marketing strategies, and assess the impact of KOLs to consumers. AdMaster tracked, integrated and analyzed the data obtained from Paid Media, Owned Media, Earned Media, and Sales (P.O.E.S.), helping businesses to be ahead of the game by providing the data they need for social media marketing.

Creating and nurturing a meaningful relationship with a consumer is key to the ongoing success of a business. Instead of heavily pushing their products, brands are advised to provide services to consumers and engage well with them, taking consumer relationships to the next level and increasing customers’ brand loyalty.

3. The Power of Data

China is moving towards to an economy powered by consumer spending. Chinese consumers are becoming moredemanding with respect to consumer experiences. How can companies keep pace with rising expectations? All possible answers are connected with data.

Thanks to the growth of internet, data has been growing at an astonishing rate. However, data is often generated on a great number of “data silos”, which are disconnected to each other. Analyzing the data on these silos is, to a certain extent, challenging, making it more difficult for brands to know their customers, communicate with them, and make business decisions.

Nevertheless, AdMaster has already connected most of the data sources, serving over 80% of the leading domestic and international brands in China. AdMaster provides services to the brands and help them establish and develop their businesses in China.

AdMaster is taking the lead in the industry by cooperating with China’s main data owners. At the end of 2016, AdMaster collaborated with Tencent to launch the People-base Measurement Solution based on behavior data of Tencent’s accounts. This year in June, AdMaster worked with Sina Weibo on another innovation on People-based Measurement Solution by making use of consumer interest tags on Weibo. Last but not least, AdMaster also teams up with Alibaba for a data integration project in 2017.

While the three giant data platforms Tencent, Sina and Alibaba embrace marketing technology, efforts are made from different parties to refine the data hub.

“Our next step is connecting more data sources with brands and our business partners, helping them to capture consumer insights and interaction on their brands, and review their consumer relationships,” AdMaster Founder and CEO Vincent Yan said.




Demystifying Machine Learning for Digital Marketers

CommPRO.biz Editorial Staff

Real-time personalization platform company, Evergage has announced the agenda for its fourth annual Personalization Summit, to be held Sept. 14, at the Boston Park Plaza. The event will provide strategies and techniques, panel discussions, case studies and live demo labs, all being presented to teach attendees how to deliver individualized, maximally relevant customer experiences.

This years theme, “Demystifying Machine Learning,” is expected to draw more than 250 attendees, including B2B and B2C digital marketers, customer experience professionals, product managers and other industry experts.

Throughout the conference, attendees will learn to easily manage and harness machine-learning personalization – which uses algorithms and predictive analytics to determine and dynamically deliver the most relevant content and experiences at the 1:1 level. 

Keynote speakers will be Brendan Witcher – principal analyst at Forrester and a leading expert on personalization and other digital technology trends – and Karl Wirth, Evergage co-founder and CEO. Additional speakers include digital marketing leaders from Texas Instruments, Newegg Flash, Publishers Clearing House, Harte Hanks, GoAnimate, Invaluable, Nuxeo and more – who will share best practices, tips and successes related to personalization.

Additional event information is as follows:

  • Title: The Personalization Summit 2017: Demystifying Machine Learning 
  • When: Thursday, Sept. 14, 2017, from 7:30 a.m. to 5:30 p.m. ET 
  • Where: Boston Park Plaza, 50 Park Plaza at Arlington Street, Boston, MA

Event Highlights:

  • Content on the current and future state of 1:1 personalization in the age of machine learning
  • Client panel discussions and case studies presented by leaders from tech, retail, financial services, gaming and media companies
  • Break-out tracks – for B2B and B2C strategists and practitioners – with sessions including “Personalization Case Studies for Demand Gen & ABM,” “Personalization Frameworks for E-Commerce,” “Designing Personalized Experiences for Your Brand” and more
  • “Live Labs” – with hands-on demonstrations of how to build “recipes” with machine-learning algorithms, drive mobile app personalization with customer profile data, deliver email personalization at open time and more

“The future of personalization will be driven by machine learning. It is what empowers marketers to act on vast stores of data to understand each visitor’s true interests and intent – and then serve up meaningful, individualized, in-the-moment experiences,” said Evergage CEO Karl Wirth. “For many marketers, though, there are a lot of questions about machine learning – including how it works, the data that drives it, the marketer’s role in the process, and how it can complement manual, rule-based personalization. At our Summit and beyond, we want to introduce transparency to this topic, while also exploring personalization challenges, best practices and success stories. We look forward to discussing and demonstrating the crucial role personalization plays in building customer engagement, loyalty and conversions.”

Register for Free 




Survey of Brand Marketers Finds Large Measurement Gap

CommPro.biz Editorial Staff

Brand Innovators and Origami Logic has released a report, “Mastering Marketing Measurement: Why Brand Marketers Want to Accomplish More With Their Performance Data.”

This report was based on a survey of over 250 digital marketers across a diverse set of industries. Highlighted in this report is the fact that though most marketers understand the value of implementing marketing measurement practices, over 70% characterized their organization’s efforts as average or below.

Additionally, the report found that many marketers are still experiencing significant challenges when it comes to implementing the best practice of aggregating and analyzing marketing performance data across various channels (advertising, social, video, etc.).

Only five percent considered their organization an “Innovator – having a long history of innovation and ahead of competitors,” and 19 percent thought their organization was a “Leader – doing a better job than average.” Meanwhile, the majority of respondents (24 percent and 48 percent respectively) considered their organization’s efforts “Basic – doing the bare minimum,” or simply “On Par – could be doing more but about average.”Marketers across the board realize the value of effectively managing their MPM efforts. The majority (63 percent) of all respondents noted that the adoption of effective MPM practices would increase their focus on measuring ROI, and 62 percent thought that it would improve their organization’s desire to optimize campaigns faster.

Broken down by industry:

  • Leaders were centered in the Technology and Automobile sectors, with 40 percent of the respondents in each sector considering their organizations Leaders.
  • Retail led the pack (68 percent) of industries with a disproportionate representation of On Par respondents, followed by Personal and Household Goods (61 percent) and Health Care (60 percent).
  • “The survey clearly demonstrates that brand marketers realize the importance of Marketing Performance Management,” said Marc Sternberg, co-founder of Brand Innovators. “It also shows that while many organizations have room for improvement, they are aware of the challenges they must address to take their marketing goals to the next level.”
  • The survey also found that marketers face a core set of challenges inhibiting their ability to adopt MPM. In particular, 52 percent of the respondents cited the complexity of managing the necessary infrastructure as being extremely or very inhibiting, 49 percent noted the same for integrating data from different activities, and internal resource alignment was indicated by 47 percent.

“The results of the survey are consistent with what we hear when we talk with many of the world’s leading advertisers,” said Steven Wastie, CMO of Origami Logic. “Bringing together marketing performance data from various channels is not easy, and many organizations are struggling with it. However, most marketers realize there is a payoff if they do it well, so we are seeing increasing emphasis being placed on marketing performance measurement.”

Additional findings highlighted in the report include:

  • The overwhelming majority, 80 percent, of respondents indicated that their organization will increase their focus on MPM in 2017.
  • More than half of respondents (52 percent) use a combination of internal and external resources to manage their marketing performance data, while 40 percent use only internal resources. The reliance of external resources increases with the sophistication of the organization — 38 percent of Basic organizations use a combination of internal and external resources, while 69 percent of Innovators use a combination.
  • More sophisticated organizations place a higher priority on most marketing performance initiatives than less sophisticated organizations, but the disparity in priority of certain efforts is particularly striking. For example, 49 percent of Basic organizations place a priority on tracking media spend, while 100 percent of Innovators do. And, 51 percent of Basic organizations place a priority of understanding the ROI of media spend, compared to 100 percent of Innovators.



Trusted Media Brands Survey Reports That Now More Than Ever, Marketers Need Targeted and Brand Safe Environments

 

CommPRO News 224x180A Commpro News Update

Today, Trusted Media Brands, Inc. released results from their latest survey looking at agency and marketer sentiment toward the importance of key elements in the digital buying process.  Commissioned by Advertiser Perceptions, the survey polled 300 agency and client side marketers about the programmatic digital buying process.

The survey revealed that now, more than ever, marketers need brand safe environments that offer targeted audiences to ensure reliable and effective campaigns.

Other survey highlights include key struggles participants have when buying ads programmatically. Results show that almost three-fourths of participants (73 percent) agree the ability to buy ads programmatically is important. Brand safety and site credibility showed to be even more important to participants – 81 percent of marketers reported a brand safe environment for advertising is a high priority. While it is a high priority, brand safety is also extremely challenging to guarantee – 71 percent of respondents say it’s difficult to ensure brand safe environments while buying programmatically on the open exchange.

“Fake news, ad fraud and non-premium content has marketers rethinking where and how they place their digital ads,” said Rich Sutton, Trusted Media Brands’ chief revenue officer. “Premium publishers, like Trusted Media Brands, offer private marketplaces and guaranteed accuracy to ensure we are providing a trusted, brand safe environment for our clients and that they are targeting the right audiences.”

Other key highlights from the survey include:

  • Audience Matters Most. The factors most important to marketers when making their digital buying decisions are audience target delivery, viewability and brand safe environments. Over the next 12 months, half of all digital advertisers plan to increase their spending on audience data targeting.
  • Accuracy and Relevancy Are Key. While audience target delivery is a top factor driving campaign effectiveness, ad creative and brand safe environments were also rated important by a majority of respondents.
  • Transparency Wanted. Reaching the right audience topped the list of challenges among digital buyers, but transparency was also a common theme. More than half of the survey respondents say they don’t see programmatic transparency getting better. This is a possible roadblock for the burgeoning ad delivery technology.

Trusted Media Brands conducted this survey in January 2017 among 312 U.S. media decision makers from the Advertiser Perceptions Omnibus Panel. Of these participants, 299 are actively involved in media brand selection decisions for digital/mobile or TV advertising.




Marketers Juggle an Average of 5 Technologies, and Nearly 4 Vendors to Buy Digital Media, According to SteelHouse-Commissioned Study

 CommPro.biz News AlertA Commpro News Update

Technology, specifically marketing technology seems to be assuming a bigger and more critical role within the world of advertising.  This dependence on technology doenst come without a host of challenges. Today’s marketing professionals are using an average of five tech solutions to buy digital media.  This is all according to a recent study conducted by Forrester Consulting and SteelHouse, an advertising software company.

SteelHouse and Forrester surveyed 153 marketing decision-makers in the US. The majority of survey respondents felt that the lack of transparency from vendors – including a lack of information sharing on the pricing was the greatest challenge they faced.

“We’re committed to not only understanding the challenges marketers face, but also providing the transparency this industry needs to allow buyers and sellers to efficiently and effectively drive ads to consumers,” said Mark Douglas, SteelHouse President and CEO.

The survey revealed a number of areas marketers are facing, including:

  • Purchasing a variety of ads, frequently. An average of four types of digital media – social ads (89%), display banner ads (77%), mobile banner ads (73%), and video ads (65%) – and most purchase from multiple networks at least weekly.
  • Managing multiple vendors. Almost half of marketers are working with an average of three vendors. Oftentimes, management barriers occur because of lack of information-sharing (48%), transparency on media buy pricing (48%), and inability to optimize (42%), among others.
  • Technology overload. Marketers use an average of five media/marketing tools, with most already using or expanding their use of tools for: site analytics (84%), marketing performance measurement (82%), content marketing asset management (80%), data management platforms (DMPs) (78%), and marketing attribution (77%).

Further, the study finds that a single platform approach with the right pricing model can help. Eighty-six percent of respondents said a single platform would have a high impact on the ability to measure marketing’s impact on business as a whole. Additionally, marketers who preferred cost-per-impression (CPM) pricing said they were more likely to report increased performance.




Report Shows Digital Video and Mobile AdTech M&A Tops $17.5 Billion

CommPRONewsItemBy CommPro.biz Editorial Staff

A comprehensive M&A analysis conducted by digital media consultancy AccuStream Research shows online video and mobile adtech markets continue to consolidate, with $17.5 billion in acquisitions generated to date across all vendor-related categories since 2005, with 2014 and 2015 documenting peak exit dollars and more to come.

Looking at 2016, $776 million in deals account for 4.4% of total M&A deals done, with current year’s total reached at an average topline revenue exit multiple (run-rate) of 1.90x.

Historically, up to the present time (and including Google’s acquisition of DoubleClick), these sectors have commanded revenue multiple averages of 2.33x paid against topline revenue (which may in some cases include revenue share from inventory management prior to publisher payout or media costs), though the average is clearly trending downward.

Further analysis shows a 12.76x paid against gross profit, or net platform revenue, according to the multi-sector appraisal Digital Video and Mobile AdTech in the M&A Crosshairs 2005 – 2016: $17.5 Billion in Deals and Counting, with all data and analysis provided by AccuStream Research.

Ad networks and some ad clearing mechanisms control, manage or arbitrage inventory (i.e., media avails), and those revenue figures are included in the topline number.

Net platform revenue or gross revenue is revenue minus COGS (i.e., revenue minus any media costs associated with inventory management, network or ad clearing).

Revenue acquired at the time deals were finalized totaled $7.5 billion in topline, and $1.3 billion in gross profit. Even so, revenue is not necessarily a primary reason adtech acquisitions are made, regardless of core platform/device specialty.

These adtech deals are structured to satisfy two essential considerations: 1) Market positioning (i.e., buying market share) or shortening time to market; and 2) Acquiring in-process R & D or required pieces of technology to further in-house ad clearing initiatives. Those deals have typically been made at a premium.

For example, Google bought DoubleClick in 2006 for $3.1 billion and AdMob in 2010 for $750 million, both at market premiums.

The digital video adtech sector is more highly consolidated, at present, than its mobile adtech counterpart, according to the sector study.

This research study analyzes 88 deals, and is an essential investment resource for investors, venture capitalists, ad agencies, adtech vendors, media companies with significant exposure to digital advertising markets, advertisers and marketers, and includes:

  • Acquisition price
  • Topline revenue
  • Gross revenue (i.e., revenue minus any media related costs taken out at the COGS line)
  • EBITDA, where relevant
  • Market positions
  • Business models
  • Core solutions and services focus
  • A detailed analysis of each adtech sector and the market dynamics driving valuations
  • Growth forecasts for each segment, each vendor category and each vendor by adtech sector
  • Revenue forecasts for independently or publicly traded adtech vendors

Revenue forecasts for independently operated and publicly traded companies are included with potential M & A values applied for each based on current exit multiples.

An analysis of the $5+ billion in digital adtech acquisitions completed in the 2015 – 2016 timeframe reveals that large multi-platform corporations and publishers with global multi-platform adtech requirements are buying.

Time, Inc. (now being acquired by AT&T) bought Viant/Specific Media, turn-around specialists Vector Capital took Sizmek private in 2016, and major tech platform operators (i.e., Verizon’s purchase of AOL), and other international telecom operators have been buying over the past two years.

Vector Capital also acquired internet radio adtech specialist and metrics solutions vendor Triton Digital in 2015.

Publicly traded digital video and mobile adtech firms currently trade at a steep discount compared to private market deals, an average of .72x run-rate 2016 revenue, excluding Twitter.

Including Twitter, publicly traded digital video and mobile adtech firms are trading at 2.32x run-rate revenue, while private market deals averaged 1.9x topline in 2016.

If a buyer steps up, the social networking audience platform Twitter is likely to be one of the largest deals in 2017 – 2018, with a valuation well in excess of $1 billion.




New Neuroscience Study Shows How Mobile Users Actually Respond to In-App Ads


CommPRONewsItemBy CommPro.biz Editorial Staff

In-app mobile video advertising platform MediaBrix announced the results of a new study from neuromarketing leaders True Impact and Neurons Inc. designed to help marketers understand how users react to and engage with in-app mobile video ads.

Researchers found that embedded, opt-in ads that rewarded attention and presented within the context of user’s app experiences yielded eight times more mental engagement, more than three times the amount of time spent with the brand, and significantly higher brand recall and positive sentiment than standard interstitial video ads.

“We believe mobile is the most powerful advertising medium of our day, but the industry as a whole lacks research and real innovation to capitalize on it.” said Ari Brandt, CEO and co-founder of MediaBrix.” This research allows marketers to understand the opportunities that lie in mobile and the implications of how we approach consumers there. We’re excited to expand upon these findings and analyze more formats in our mission to build meaningful, coveted one-to-one connections between brands and consumers.”

To learn how different methods of delivering an in-app ad impact a user’s receptivity to advertising, thought leaders in neuroscience and neuromarketing had subjects in a controlled environment interact with a mobile app from developer Magmic. They used scientific-grade technologies to monitor subjects’ interactions, neuro and biometric responses before, during, and after the moment of ad delivery.

Subjects also underwent a post-test interview for further insights into their reaction and interactions with the test app and advertisements. The lead researchers were Dr. Thomas Ramsoy, PhD, CEO, Neurons Inc. and adjunct professor at University of Copenhagen, and Diana Lucaci, neuromarketing expert and CEO of True Impact.

“In order to truly understand consumers’ reactions to different ad delivery methods within an app, we decided to go beyond standard physiological data and looked to neuroscience and years of trusted methodologies,” said Lucaci. “What we’ve learned about the consumer’s state in the moment of being approached by a brand speaks to how much a mobile ad can either alienate a consumer or inspire brand affinity. The stakes for marketers are huge here.”

“As we looked at the neuroscience and biometric data, the disparity between the two mobile ad executions became glaringly obvious,” said Ramsoy. “Positive indicators like cognitive load, or engagement, and motivation, the brain’s manifestation of wanting, were much stronger in the contextualized, rewarded ad, whereas arousal, or erratic sentiment in the brain, was much more common for standard interstitial ads.”

Overall, the study found that people engage more with mobile video ads that are embedded in the app experience, opt-in, and contextually relevant with a value exchange compared to a full-page interstitial ad unit. Here are some key findings:

  • Interstitials stimulate negative responses: the full page video interstitial ads triggered fight-or-flight responses at a rate twice that of the embedded opt-in ads, and interstitial ad viewers fixated 22 percent of time spent looking for the X button. Viewers are more likely to be more receptive to an ad message when it’s seen as adding value to their viewing experience.
  • People actually watch the embedded, opt-in units: close to 90 percent of viewers watched the full 30-second video, compared to only 25 percent when exposed to an interstitial.
  • Embedded, opt-in ad viewers actually pay attention to the brand: not only do they watch the ad, but they also spend three times as much time fixated on the brand creative watching the embedded, opt-in ad, and they’re eight times more cognitively engaged with said ad.
  • Embedded, opt-in ads help users remember and understand the message: for the embedded, opt-in ads, research found that viewers spend 9.5 times more time understanding/considering the embedded value exchange ad over the interstitial ad unit. This time considering/understanding the ad resulted in 70 percent of viewers remembering the product and 73 percent understanding the brand offer, as opposed to 40 percent and 49 percent respectively of users who experienced interstitial ads.
  • Embedded, opt-in ad viewers are more motivated: those who experienced the contextual ad unit had four times a feeling of motivation according to neurometric measures, and 25 percent said the ads made them want to keep using the app.

“As the ARF gears up to release its findings on mobile advertising at its Annual Conference next year with focus on creative factors and delivery – this research adds substantial data to the existing body of knowledge,” said Dr. Manuel Garcia-Garcia, senior vice president of the Advertising Research Foundation and adjunct assistant professor at the New York University Stern School of Business. “It is exciting to see that the industry thought leaders are taking an aggressive yet thoughtful approach to the mobile channel and how brands can be best served.”




How to Make Money With Pokémon GO, Social Wi-Fi, Mobile Wallet Loyalty Cards and Proximity Marketing! (Presentation)

Editor’s Note: brick & mobile conducted an emergency webinar to discuss the latest trend that has already amassed a very active and engaged following. It’s unbelievable how fast something can explode in popularity! We’re talking about Pokémon GO and there is a ton of $$$ to be made with Pokémon GO and local businesses.  Mobile Marketers, take note! It’s time to monetize this trend.

How to Make Money With Pokémon GO, Social Wi-Fi, Mobile Wallet Loyalty Cards and Proximity Marketing! from brick&mobile




Mobile Marketing Reimagined (Free Online Event)

 

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Register Now

We’re in the midst of a historic sea change in marketing. As the world quickly shifts to “mobile first” – with more than 52% of all screen time currently on mobile — brands are struggling to connect with consumers. Interruptive ads no longer work, particularly on mobile. In fact, consumers hate interruptive ads on mobile eight times more than on television. So how can brands connect with consumers in meaningful ways on the platform that matters most –mobile?

This 60-minute online event will be led by two leaders in mobile marketing, David Berkowitz and Katherine Hays.

David Berkowitz most recently served as CMO at MRY, a creative agency within Publicis Groupe. Prior to joining MRY in 2013, he spent seven years leading emerging media at Dentsu agency 360i, co-founding its social media practice and running its Startup Outlook initiative. David has contributed more than 500 columns to outlets such as Ad Age, MediaPost, and VentureBeat, and he has penned his popular blog, MarketersStudio.com, since 2005. He has spoken at more than 300 events globally.

Katherine Hays is the founder and CEO of Vivoom, a mobile marketing platform that enables brand-safe storytelling between brands’ audiences and their peers online. Vivoom’s platform allows brands to put people at the center of their entire mobile marketing process – from content creation, to targeting and distribution – and then provides the reporting, moderation, curation and republishing capabilities brands need. This innovative mobile marketing model generates high‑quality mobile content at scale that is authentic, highly relevant for consumers and is 100% brand-safe.  Vivoom has delivered unbeatable results for brands including: Microsoft, Citibank, L’Oreal, General Mills, Universal Pictures, NCM, and Lilly Pulitzer’s “In the pink” and many others.

David and Katherine have worked with dozens of the world’s top brands on hundreds of campaigns and will share data, results and creative examples from the most innovative mobile campaigns.  This is a great opportunity for brands to gain insights and ideas on how to connect with consumers in meaningful ways on the platform that matters most – mobile.

Please join us online on:

August 4, 2016 1:00 PM EST (60 minutes)

Event: “Mobile Marketing Reimagined”

Presenters: David Berkowitz & Katherine Hays

Register Now




Pre-Game Campaigns Can Help Score Touchdowns for Marketers

You don’t need a five million dollar commercial budget to create Super Bowl buzz. Smart marketers need to leverage the pre-game buzz of the game to amplify their campaign’s message. There is no better starting point than the spokesperson you pick and how their authenticity cuts through all the media clutter.

Mike Bako, D S Simon Media’s Marketing Director, provides insight into two recent Super Bowl campaigns executed by D S Simon featuring retired NFL Hall of Famer and prostate cancer survivor, Michael Haynes, and retired NFL player, former Travel Channel host, and food enthusiast Dhani Jones.

Big names might be appealing, but a spokesperson should not just be a hired gun who has no connection to the campaign or cause. Media and consumers are more sophisticated than ever and can see right through an athlete or celebrity just looking to cash a paycheck. Real connections and experiences with the product or cause will help your message resonate with the media and consumers.

Another tactic to create buzz is to release your commercial spot before the big game. Brands that have done this have created pre-game buzz and have benefited from the sharing of the spots on social channels.

Four of the top ten most shared spots have featured a celebrity spokesperson:

4) T-MobileRestricted Bling

Total Shares – 115,168
February 2nd
Celebrity: Drake

7) HyundaiRyanville

Total shares: 49,215
February 1st
Celebrity: Ryan Reynolds

8) Amazon.comCheese Footballs #BaldwinBowl

Total shares: 47,448
January 29th
Celebrity: Alec Baldwin

10) PepsiThe Rumors Are True: Coldplay is our first #PepsiHalfTime Artist

Total shares: 40,535
December 2rd 2015
Celebrity: Chris Martin

Let us know if you are interested in our guide to picking a spokesperson. Email: MikeB@dssimon.com




Honing Your Advertising Strategy for the Big Game – Score Big with Mobile

Adam MeshekowBy Adam Meshekow, Executive Vice President, SITO Mobile

In just a few days, the Denver Broncos and Carolina Panthers will take the field for the 50th Super Bowl in NFL history. While there are some great storylines that will play out on the field – Peyton Manning retiring as a Super Bowl champion perhaps – for brands, the real battle takes place between the action.

Last year’s Super Bowl drew more than 114 million viewers – an enormous number but one that doesn’t even count larger viewing groups at private parties and bars. The opportunity for a brand to expose itself to an audience of that size comes but a couple of times a year, and of course, at a hefty price. The cost for a 30-second ad during this year’s Super Bowl is $5 million, up from the $4.5 million price tag from a year ago.

SuperBowl50

(Source: Twitter)

When considering audience size to cost, it’s not hard to argue the potential on your investment – 50,000 people buy your $100 item and you break even. Seems easy right? Not necessarily. What brands forget is that there is a lot going on during a Super Bowl that distracts viewers – bathroom breaks during timeouts, food runs, etc. – leaving ROI on your expensive TV commercial less of a virtual certainty.

So how can brands boost their chance for ROI while advertising during major events like the Super Bowl, the Olympics, or elections?

Command second screens. A recent study from the Consumer Technology Association reported that 50% of Americans utilize a second screen while watching TV, including an incredible 88% of Millennials. That means half of all TV users are consuming on an additional device along with the TV, and in most cases, this is a mobile phone or a tablet. As such, tremendous opportunity exists to capture consumer eyeballs during large events, whether you are paying big bucks for a TV commercial or not.

Whether you deliver mobile ads through apps, mobile sites, sponsored social media posts, or dedicated microsites in companion with your TV ad, a mobile presence is crucial during large events because of the shift in consumer attention from the big screen to the second screen. We now live in a multi-screen world where mobile browsing, taking pictures and videos, and social sharing have become part of normal TV viewing activity.

Target with location and data. One of the best resources marketers and advertisers have is data that they have collected on their consumers – demographics, location, purchase history, etc. This type of data can be used in multiple ways before, during, and after the game. Why is it valuable? Approximately 70% of consumers in a recent study said they would share their location if they believed they were getting something of value in return like a coupon or loyalty points.

Perhaps a large electronics retailer wants to offer a Super Bowl special on big screen TVs – they can geo-fence an area around store locations or use past purchase data from customers to serve mobile ads that feature the sale in the weeks leading up to the game. A soda company could target major media markets where NFL viewership is high, and serve location-based ads to those regions for various specials before the big game to drive sales.

These tactics can be used on a local level as well, where grocery stores can serve ads to consumers for sales on chips and dip, or local bars/restaurants offer in-app coupons for a free appetizer to those who watch the game at their establishment. Location and purchase data augment the widespread approach of a TV commercial because of the specificity and granularity of targeting abilities.

Continuing the conversation after the game. What happens after the big game or event is over? Or even once your 30 second commercial is done and there’s many more to follow that can render you forgotten? It’s crucial to continue your brands conversation not just in the immediate after the game, but in the days and weeks that follow.

Did a consumer interact with your soda ad through ESPN’s app during the game? Continue the conversation the next day with retargeted ads that appear in other sports related apps they may follow up on, or on social networks like Facebook where they’ll be talking about the game. You can segment your audience to make it more actionable – retargeting all consumers, consumers who viewed a certain product, consumers who added a product to their cart but didn’t buy, or only consumers who actually bought.

Many brands look at major TV opportunities to make a huge splash, with the hope that it will build instant brand affinity – but this doesn’t necessarily result in purchases. Utilizing these three mobile strategies in compliment to a TV spot during a major event will ensure you are touching consumers in the right ways, while driving ROI on your campaign and revenue for your business.

About the Author: Adam Meshekow is the Executive Vice President of Product and National Sales at SITO Mobile, where he is responsible for driving direct and channel sales
of the company’s mobile advertising and messaging technology to consumer- facing businesses, advertisers and brands along with new product innovation. 




Mobile Advertising – Prepping for 2016

Mobile Advertising 2016By Adam Meshekow, Executive Vice President, SITO Mobile

Mobile advertising has existed for about a decade, with the industry really taking shape over the past five years. There has been much discussion about mobile during its climb to finally overtake desktop, but one thing is for certain – mobile is here to stay and it is going to continue to be very influential in the lives of consumers.

So when something “new” comes along in mobile, it’s important to pay attention and to be prepared to adopt the technology early on or risk being left behind. This brings us to the topic of mobile programmatic display advertising. Heavily influenced by the start of Google AdWords in 2002, this algorithmically-based form of digital advertising has been a staple for some time. But now it’s coming to mobile in a big way – 63% of total programmatic ad spending next year, according to eMarketer – and advertisers need to be ready to jump on board.

We’ve all debated the challenges of properly executing programmatic advertising on mobile, most notably the lack of cookies on mobile devices. Yes, cookies are not as effective on mobile because of their limitations in functionality. But there are viable alternatives (Statistical IDs, HTML5 cookie tracking, etc.) that have become prevalent in today’s marketplace. Inventory quality and viewability are also often referenced when discussing mobile programmatic.

Marketers will overcome these issues by using the similar network model. Programmatic now allows a seamless way to manage specific publishers with Private Marketplaces (PMPs) and PMP guarantees. This now allows specific demand-side platforms (DSPs) to use programmatic in mobile in a site by site transaction. This typically will drive higher ROI’s as marketers shift their budget to both mobile and programmatic, while still reaching target demographics through particular publishers.

The smartest thing a marketer can do is to have a mobile partner to leverage that can actually transact programmatically using multiple data sets with the most innovative programmatic capabilities. The real value here is in the customer data – mobile allows for a much more granular data collection process than on desktop, allowing brands to sophistically target their consumers while staying nimble to ensure they don’t miss a conversion opportunity.

It’s also fair to say that location-based data is the new cookie. Third party cookies are blocked on most mobile devices in an effort to not be too invasive when it comes to data, but location-based data is collected from consumers who have to opt-in to produce it. Programmatic buys are made quickly and in the moment, so advertisers rely on accurate data. Location-based data can provide a roadmap of what the consumer shops for, where they shop, when they shop, and the types of content they are consuming that help positively affect their path to purchase.

Not all programmatic companies are created equal, and as more dollars flow into programmatic mobile, it’s crucial to have a mobile first approach as that is where the majority of consumer consumption is being done.

About the Author: Adam Meshekow is the executive vice president of product and national sales at SITO Mobile, where he is responsible for driving direct and channel sales of the company’s mobile advertising and messaging technology to consumer-facing businesses, advertisers, and brands. Prior to SITO Mobile, Meshekow was responsible for mobile marketing and brand management at Toys R Us.